Audience
All staff who need a working knowledge of Compliance and the Management of Risk for companies doing business in People's Republic of China.
It can be tailored to deal with specific regional laws (e.g. company head-quartered in Germany but operating in China).
Format of the course
A combination of:
Facilitated Discussions
Slide Presentations
Case Studies
Examples
Course Objectives
By the end of this course, delegates will be able to:
Understand the major facets of Compliance and the national and international efforts being made to manage the risk related to it
Define the ways in which a company and its staff might set up a Compliance Risk Management Framework
Detail the roles of Compliance Officer and Money Laundering Reporting Officer and how they should be integrated into a business
Understand some of the other “hot spots” in Financial Crime – especially as they relate to International Business, Offshore Centres and High-Net-Worth Clients
The basics of Compliance and the Management of Compliance Risk
Understanding Compliance and the Risk associated with it
What are important areas?
Who are the Compliance Officers’ and Money Laundering Reporting Officers’ Stakeholders?
Understanding and mitigating the risks of non-compliance
Creating and Managing a Compliance Risk Management Framework
Understanding a Risk-Management Approach
The impact on the business – positively and negatively – of creating a Risk-Management Approach
Compliance and Corporate Governance
What is Corporate Governance?
How does it interact with Compliance?
Who are the Stakeholders?
Corporate Governance principles
Management Committees
Codes and Guidelines
Corporate Governance and Financial Crime Prevention
Compliance Controls and Checks
What do the Regulators expect?
Creating a Compliance Monitoring Programme
Other Financial Crime considerations
Money Laundering and Terrorist Financing – a fresh look
Fraud
Data Protection and Information Security
Personal and Sensitive Information
Data Protection Policies
Bribery and Corruption
UK Bribery Act 2010
USA Foreign & Corrupt Practices Act
Other areas for consideration
Market Abuse and Insider Dealing
Sanctions
Financial Crime in International Business, in Offshore Centres and with High-Net-Worth Clients
Why do financial criminals target International Business, Offshore Centres and High-Net-
Worth clients?
What are the major risks in undertaking this business?
The Future
Where are today’s Compliance and its Risk Management hotspots…?

Audiance
All staff who need a working knowledge of Compliance and the Management of Risk
Format of the course
A combination of:
Facilitated Discussions
Slide Presentations
Case Studies
Examples
Course Objectives
By the end of this course, delegates will be able to:
Understand the major facets of Compliance and the national and international efforts being made to manage the risk related to it
Define the ways in which a company and its staff might set up a Compliance Risk Management Framework
Detail the roles of Compliance Officer and Money Laundering Reporting Officer and how they should be integrated into a business
Understand some of the other “hot spots” in Financial Crime – especially as they relate to International Business, Offshore Centres and High-Net-Worth Clients
The basics of Compliance and the Management of Compliance Risk
Understanding Compliance and the Risk associated with it
What are important areas in 2012?
Who are the Compliance Officers’ and Money Laundering Reporting Officers’ Stakeholders?
Understanding and mitigating the risks of non-compliance
Creating and Managing a Compliance Risk Management Framework
Understanding a Risk-Management Approach
The impact on the business – positively and negatively – of creating a Risk-Management Approach
Compliance and Corporate Governance
What is Corporate Governance?
How does it interact with Compliance?
Who are the Stakeholders?
Corporate Governance principles
Management Committees
Codes and Guidelines
Corporate Governance and Financial Crime Prevention
Compliance Controls and Checks
What do the Regulators expect?
Creating a Compliance Monitoring Programme
Other Financial Crime considerations
Money Laundering and Terrorist Financing – a fresh look
Fraud
Data Protection and Information Security
Personal and Sensitive Information
Data Protection Policies
Bribery and Corruption
UK Bribery Act 2010
USA Foreign & Corrupt Practices Act
Other areas for consideration
Market Abuse and Insider Dealing
Sanctions
Financial Crime in International Business, in Offshore Centres and with High-Net-Worth Clients
Why do financial criminals target International Business, Offshore Centres and High-Net-
Worth clients?
What are the major risks in undertaking this business?
The Future
Where are today’s Compliance and its Risk Management hotspots…?

Audience
Staff requiring an understanding of financial statements including an awareness of the information contained within financial statements; how that information is presented; and how that information is interpreted
Staff who analyse financial information provided to them and arrive at reasoned decisions
Support staff responsible for gathering and interpreting information for lending managers
Staff responsible for the management of bad and doubtful debts who need a working knowledge of the decision-making process which led to the lending being made
Format of the course
A combination of:
Facilitated Discussions
Slide Presentations
Case-Studies and Examples
By the end of the course, delegates will be able to:
Interpret financial information presented by clients
Arrive at a reasoned decision for granting (or refusing) a client’s lending proposal
For Corporate Clients and Small Business Clients
Define an acceptable monitoring and control process for client activity once the lending has been granted
Understand how to structure a lending to give maximum available protection to the bank
Explain how to spot adverse client activity – deliberate or unforeseen – which may indicate problems in repaying the lending
Undertake the proper process to ensure that, a far as is possible, the bank’s asset – its lending – is repaid in full
Understanding Financial Statements
Balance Sheets:
How are they created?
What do the respective sections mean?
Where does the information come from?
Profit and Loss Accounts
How do they differ from Balance Sheets?
What information is included?
Where does that information come from?
Budgets and Cash-Flow Forecasts
Why are these so key in Lending Appraisal?
What do they tell a lending banker?
More-importantly what do they not tell a lending banker?
Analysing Financial Statements
Analysis of the trends and ratios in the financial statements covering:
Liquidity
Security
Profitability
Financial Management and Efficiency
What do these trends tell a lending banker and what do they not tell a lending banker?
Corporate and Small Business Clients
Analysis of Corporate and Small Business Client lending propositions
Understanding that different types of company need different ways of evaluating lending
Managing and monitoring the lending
Security:
Is it necessary?
What company security can we take and how do we take and perfect our security?

Audience
Newly-appointed Personal Lending Managers
Support staff responsible for gathering and interpreting information for the lending managers
Staff responsible for the management of bad and doubtful debts who need a working knowledge of the decision-making process which led to the lending being made
Lending to Personal Customers – Consumer Lending – demands a high-level of skill in the assessment of individual lending proposals.
In many cases it has none of the sources of financial information traditionally associated with Corporate Lending – Balance Sheets, Profit & Loss Accounts etc. – and relies more on the trust and rapport built up between the customer and the lender.
By the end of this course lenders to Personal Customers will be able to:
Understand the process for assessing lending propositions from Personal Customers
Utilise that process to come to a logical decision to agree to the loan or to decline it with robust reasons
Manage and control a Personal Lending portfolio to ensure, as far as possible, that all loans are repaid in full. (Remembering that there’s no completely risk-free lending…!)
Build rapport with customers to (try to!) ensure that all their loans are fully repaid
Module 1
Analysis of Personal Lending propositions
What information must customers provide to us?
What extra information should customers provide to us?
How do we analyse that information to check its authenticity?
CAMPARI as a mnemonic for analysing Personal Lending propositions
Character: what do we know of the customer – for instance their track record with the bank and previous loan history
Ability: where are the repayments coming from – what “spare” cash does the customer have to finance loan repayment?
Margin: what is the correct interest rate for the lending – this is the “rent” that we are asking the customer to pay for our money and will reflect the appropriate degree of risk
Purpose: why does the customer want the loan – are they buying / financing a purchase that is acceptable to the bank and is the repayment period appropriate for this type of purchase?
Amount: how much does the customer want to borrow – are they contributing anything to the purchase prices or is the bank being asking to lend 100%?
Repayment: what is the repayment schedule – will the customer be able to maintain these payments for the duration of the loan?
Insurance: what security (collateral) would we expect to be offered – how easy will it be to prefect this security giving the bank the “Insurance” it wants?
Module 2
Interaction between Lender and Customer
Understanding behaviours
How is our behaviour developed by previous interactions (both inside and outside the bank)?
How is our customer’s behaviour also developed by many interactions
How can we ensure that we understand customers’ behaviours and, just as importantly, they understand ours…?
Effective Communication
What do we mean by Effective Communication?
How is Effective Communication affected by first impressions?
How is Effective Communication affected by different modes of communication: face-to-face / audio / e-mail / etc.?
Building (and maintaining) rapport
Understanding Emotional Intelligence in building (and retaining) rapport with customers – and, coincidentally, with colleagues…
Using Goleman’s 5 steps to Emotional Intelligence in customer interactions
Self-Awareness
Self-Management
Motivation
Empathy
Social Skills
The levels of rapport – and how we achieve them
The Berne model of communication – and its link to rapport
Interview techniques
Getting the right information
Checking the accuracy of that information in discussions
Challenging ambiguities (or information that seems to be incorrect)
Asking for alternatives / Offering alternatives
Effective Listening techniques
Module 3
Making the decision
How do we arrive at the correct decision?
Balancing “pros” and “cons”
Re-analysing the CAMPARI information then…
Structuring the lending
Setting up the loan to meet the optimal “shape” of the loan:
Optimal to the bank
Optimal to the customer
Creating the appropriate documents and getting them signed before advancing the money…
Insurance
What security does the bank think is appropriate for this lending?
Is the bank prepared to lend unsecured?
Why not…?
What security does the customer have to offer?
How does the bank perfect the security to ensure that it is adequately protected in the event of default?
…and Getting Repaid!
Setting up the appropriate monitoring process for the loan to ensure that repayment is always (as near as possible) on schedule
What actions do we need to take if the repayment deviate from the agreed schedule
At what stage do we start to worry…?
Module 4
Monitoring the Lending Portfolio
What regular monitoring processes should the bank have in place across the entire Lending Portfolio?
What are the early-warning signs that the bank should be looking for?
At what stage do these early-warning signs actually mean that the loan (loans!) are out-of-order?
Customer Interactions (revisited)
How does the bank communicate with the customer now that the lending is not performing as agreed (and expected!)?
How must that communication process change from the initial communication when the loan was being discussed?
Revised Interview Techniques
Negotiation Skills
What are the steps required to “negotiate” with the customer to get the best possible solution – both for the customer and for the bank…?
Understanding the IVCs (Inexpensive Valuable Concessions) and WAPs (Walk Away Positions) available to the bank in arriving at an agreement
Module 5
Bad and Doubtful Debts
How does the bank decide that a loan is now “Bad”?
What are the steps required now in trying to achieve repayment?
What has changed now with information in the original CAMPARI assessment?
What is the current CAMPARI assessment?
How can the bank learn from previous assessments which, with the benefit of hindsight, turn out to have been incorrect?
How should the bank re-schedule the loan agreement?
When should the bank begin to realise its security?
What legal recourse does the bank have in “forcing” the customer to repay…?
(Optional) Module 6
The course can also include the analysis and decision-making for small-business lending – for sole traders, partnerships and unincorporated entities
Including the assessment of the more-traditional sources of financial information through Balance Sheets, Profit & Loss Accounts, and Financial Forecasts

Audience
Corporate Lending Staff requiring an understanding of financial statements
All Managers requiring an awareness of the information contained within financial statements; how that information is presented; and how that information is interpreted
Corporate and Personal Lending Staff needing to analyse financial information provided to them – and arrive at reasoned decisions
Support staff responsible for gathering and interpreting information for the lending managers
Staff responsible for the management of bad and doubtful debts who need a working knowledge of the decision-making process which led to the lending being made
Format of the course
A combination of:
Facilitated Discussions
Slide Presentations
Case-Studies and
Examples
Understanding Financial Statements
Balance Sheets:
How are they created?
What do the respective sections mean?
Where does the information come from?
Profit and Loss Accounts
How do they differ from Balance Sheets?
What information is included?
Where does that information come from?
Budgets and Cash-Flow Forecasts
Why are these so key in Lending Appraisal?
What do they tell a lending banker?
More-importantly what do they not tell a lending banker?
Analysing Financial Statements
Analysis of the trends and ratios in the financial statements covering:
Liquidity
Security
Profitability
Financial Management and Efficiency
What do these trends tell a lending banker?
…and as before, what do these trends not tell a lending banker?
Corporate Clients
Analysis of Corporate Client lending propositions
Building expertise using a detailed Corporate Lending case study
Understanding that different types of company require subtly different shades of lending evaluation
Managing and monitoring the lending
Security:
Is it necessary?
What company security can we take?
How do we take and perfect our security?
Small Business Clients
As for Corporate Clients (see above)
Personal Clients
Analysis of Personal Lending propositions – understanding the criteria against which lending decisions are made (and which will differ between clients)
Building expertise through a series of detailed Case Studies on Personal Lending propositions
CAMPARI as a mnemonic to ensure that all aspects of the lending decision are fully considered
Analysing personal information (in the absence of Balance Sheets, P&L accounts etc.)
Making the decision; structuring the lending; and getting repaid
Monitoring the lending portfolio – looking for early-warning signs
Security:
Is it necessary?
What personal security can we take?
How do we take and perfect the security?

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